How to build a better world one (risk) decision at a time?

With the pressures created by the current economy it is not unusual to find people are becoming more concerned about safety and seeking ways to return to stability. When this applies to individuals, this behaviour closely matches 'survival' behaviour. Where it applies to collectives -be that communities, organisations, nations etc - we start observing behaviours such as group-think, territorialism, nimby-ism, terrorism and more worryingly, the search for stronger leaders who are believed for their promise to return the collective to 'safety' and 'stability'.
 
Safety and stability are myths, which even strong leadership cannot help bring to life. Why? Because the 'laws of nature' dictate that risk is the norm and continuous change (AKA evolution) is positive. These are the simple, but for a lot of people, counter-intuitive principles which will help rebalance decisions for better (more peaceful) outcomes.
 
All this is based on a false belief that risk is the polar opposite to safety, and that only safety can avoid blame (see 'False' Risk Continuum below). Nothing could be further from the truth! Evidence shows that (command-and-) control behaviours actually attract more extreme 'survival' behaviour in others - be that flight or flight - leaving the collective more open to extreme behaviours and scenarios as described above. 

 

 

In order to win, we need to complete the continuum with the polar opposite to control. So here is what the full risk continuum looks like: 

 

The polar opposite of control is neglect. Without adding the consideration of neglect to our decision-making processes, risk will continue to be seen as needing to be avoided instead of embraced as that what helps us survive, grow and evolve. 

 

The trick is not to control but to find balance, build resilience to change, letting go of control and learning with the flow as set by the 'laws of nature'!

 

 

 



Want leadership? Turn the hierarchy on its side ...

Many organisations of various sizes are built on hierarchy and driven by status, encouraging people up the organisational management ladder. Managers are however set up to fail as not one person can be responsible for another person's choices and actions, let alone a group of people.

In recent years there has been more emphasis on 'leadership' and many discussions and articles have been written about the difference between management and leadership. The main difference between the two in my view is status within an organisation. With leadership, the level at which you operate in an organisation is not important. Anyone can show personal leadership and be a leader.

Is not the biggest barrier to leadership hierarchy? There is plenty of evidence that managers are not necessarily the leaders employees follow in an organisation. Managers seek compliance with processes and manage the  performance of others, while leaders aim to bring out the best in others and empower them to take personal responsibility for processes and performance, and develop more leaders.

So how do we change the design of the organisation to encourage personal leadership and personal responsibility? Organisations have been built on 3 disciplines, namely Strategy, Planning and Operations. In hierarchies these disciplines sit from top to bottom. In larger organisations, hierarchies are taller with duplication of disciplines, often leaving front line managers with nothing else to do but micro-manage staff leading to productivity paralysis, lack of innovation and high staff turnover.

So do organisations really need layers and layers of management in order to be productive, or do the layers create barriers to productivity and creativity?

What would happen when we turn the hierarchy on its side so the Strategy, Planning and Operations sit side-by-side?

- Would collaboration be easier?
- Instead of money and status, would organisations be driven by strengths, passion and empathy? (See video below)
- Would improved collaboration mean higher personal responsibility for actions?
- Would there be a flatted pay structure which benefits more people? (See video below)
- Would organisations turn into communities of action?
- Would it be easier to innovate?
- Would there be improved trust and respect between the different disciplines?
- Would your workforce be more autonomous and as such self-motivated?
- Would improved collaboration mean leaner and more sustainable solutions?

Makes sense, right? I'd welcome your thoughts.

Relevant video:
Paul Piff: Does money make you mean? - http://on.ted.com/raqw

Generational Diversity and Agile Working in the Public Sector

To date there is still too much office working in the Public Sector and not enough 'working where the work is', which for the Public Sector is working with the public. It is important to recognise that the Public Sector is on a Cultural journey which will require working differently, and in some cases counter-intuitively.

When 'working where the work is', technology is a great enabler. However there continues to be cultural barriers which link to a need to let go of some control, which understandably is counter-intuitive for political leaders, as well as the expectations of the different generations in the workplace.
Baby Boomers and - to some extend - my generation, Generation X, have become used to an office space we have been able to 'personalise' to our individual needs. In the current climate, office space is a high cost to any organisation, not just the Public Sector, and needs to be reviewed so that organisations don't compromise on their people (talent). In recent years, Generation X has been making more demands for equality, flexibility and work/life balance, however further economic pressures are demanding more compromise around the way we work. Equally access to ever-changing technologies has raised different workstyle expectations for the younger generations that are now sharing our workspaces.

The economy is pushing the Public Sector to think more carefully about the needs for efficiencies. Technology is a great enabler and should be led by the younger generation as the rate of adoption of the use of new technologies is 'speeding up' and will in turn enable new innovations. The younger generations - by the very nature of how an organisation works - are more likely to sit in the front line, hence a need for bottom-up innovation.

The culture set by Top Managers (likely to be Baby Boomers and Generation X) is important to consider as it highly depends on Top Managers' individual ability and willingness to recognise and embrace - not necessarily adopt - these generational changes and expectations, which will feel like a loss of control and in real terms is counter-intuitive, but - as you can see - extremely important.

Managing a virtual workforce requires organisations/managers to trust their front line workforce and embrace the use of technology and social media. This is all part of a wider cultural journey and  remains an enormous challenge for the Public Sector who are trying to get used to being more open and transparent, meaning a counter-intuitive 'loosening of the reins'.

Related blog - http://www.publicservice.co.uk/feature_story.asp?id=23073

Innovation Series - Are you asking the right questions to help you innovate & future-proof your business?

In an uncertain world it is more important to be outcome-focussed. Why?

Here is a simple metaphor that hopes to shine a light on the difference between engaging stakeholders using solution-driven (aka output-driven) and outcomes-driven (aka values-driven) questions.

Two identical ice cream vendors have noticed that over the past year they have been losing customers. They both want to learn from their customers what they can improve. 

The first vendor opts to ask its customers solution-driven questions:

- Do you like the ice cream in our products?
- Do you like the texture of our cones?
- Do you like the chocolate sauce?
- Did the flake meet your needs?

Following analysis of the seemingly positive feedback, the first vendor tweaks their product based on their customer feedback and continues to sell ice cream. Over the next year they continue to loose customers.

The second vendor asks its customers outcomes-driven questions:

- How can we improve our product based on our commitment to offer you (our customers) something refreshing closer to home?

From the feedback, the second vendor learns that his customers have become more health-conscious. He researches new healthier product lines, such as yoghurt ice cream, smoothies & fruit salads, and transforms his business model to reach more customers. The business is growing from strength to strength. 

Where's the difference?

The first vendor has made the assumption that ice cream is what their customers want to continue to purchase and have failed to learn that more and more of their customers are becoming more health conscious. 

The second vendor has approached the problem from a completely different perspective and as such - with the right type of question - has invited his customers to help him transform (and sustain) his business for the future.

Did you ever think that questions could be that important? 

Thought of the day ... on breaking learned dependency

The only way to break 'learned dependency' is to start with a blank sheet of paper, presenting open, transparent and balanced information and collaborate fully with others who are passionate on finding solutions.

In contrast, when a solution is brought to the table by an 'expert', ownership by others is completely lost as:
- no other carries the same passion for the solution
- no other want to step on the expert's toes
- no other will understand the reasons/benefits of the solution in full

Create leaders, not followers!

Idea of the Day ... on Changing Behaviour through Design

In Belgium and the Netherlands they have put large butterfly nets along the cycle paths to encourage people to throw their litter in the right place rather than littering just anywhere. This design is based on a technique called 'Nudge' which uses people's nature/instinctive behaviours as the starting point of any design.

 
Nudge Theory too is used to design care homes for people with Dementia, in highways design and putting low-cost gym equipment in parks.

How else could we use 'nudge' for the benefit of the wider community?

Tip of the day ... on supporting organisational change

Are a lot of the actions you take at work based on the common belief that 'Turkeys don't vote for Christmas'? It may be time to update yourself on Employee Engagement and letting go of 'old-school' change management practices.

A great book to read:
Axelrod  R.H. (2010) Terms of Engagement: New Ways of Leading and Changing Organizations

Question of the day ... on economic growth

Many Councils are still trying to get to grips with major changes to their budgets and gauging the impact of the Commissioning agenda. Are we asking too much in relation to economic growth from an emotionally drained and internally focussed Local Government?

 

Safeguarding adults - finding the right risk balance

When we awaken to meet each day, we face a variety of health and safety risks
in our lives. Life is inherently full of risks, but this does not keep us from
‘taking on the day’ or even unnecessarily limiting our activities.

When working with people with dementia or other people whose life
circumstances make them more vulnerable to abuse, we assess risks and
sometimes forget that risks have benefits, such as encouraging independence,
building self-esteem, etc.

 

Observing vulnerability brings out in us a want to care and protect. Rightly so!
However when being a witness to abuse - whether in a professional role or as
an unpaid carer - our brain kicks into 'survival mode' (fight-flight-freeze) as strong
emotions often accompany our interactions with those people more vulnerable
than ourselves. These feelings may include:

• Anger (fight)
• Withdrawal (flight)
• Resignation (freeze)
• Denial (freeze)

It is not possible to switch off our 'survival mode'. As human beings our brains are
wired toprotect us from threats in our immediate environments. We have a
'natural' distrust that has kept us safe throughout history. What is important
however is to become more familiar with and acknowledge our own 'survival
mode' reactions when working inemotionally challenging circumstances. This will
not only help protect the people in our care, but also you, as the person in a
supportive role.

 

Why is it important?

 

'We (that is, every single one of us) assess risk using emotion and not logic. We
use our emotion first and then logic second to argue against, or reaffirm the
conclusion we’ve already come to from an emotional perspective.' (Source -
'Why risk assessment misses the point')

Strong emotions and the  'survival mode' reactions have a negative impact on

managing risk.

 

The ambition of protective behaviours and risk assessments is to return to
'conditions of safety'. The difficulty arises from the fact that in the world there
is no such thing as 'total safety'. 'Total safety' can only exist in an environment of
'total control' (metaphors - 'the padded room', 'the straight jacket' or 'wrapped in
cotton wool'). Life is full of risks, and even more complicated is that taking risks
provides benefits.

 

Examples:

- When leaving the house you could get run over by a bus, but the activity
means visiting friends and family.

- When doing a parachute jump your chute may not open, but the activity can gives
you an amazing buzz and confidence.

- When cooking a meal you may burn yourself on the hob, but the activity means 
cooking a heart-warming meal for your spouse. 

‘With respect to ourselves and our own life, we often see risks as choices.' (Source -
Carson & Bain 2008)

So how than can we find the right balance?

In order to create a more balanced risk assessment, we have to take time to
acknowledge and reflect on our 'survival mode' and its potential impact on how
risk is managed.

 

We have to find the middle ground between being overprotective and being
underprotective. I have for some years been working on a simple Risk
Continuum (see image below) which can help people reflect on their 'survival
mode', become more self-aware (AKA emotionally intelligent) and finding the
right risk balance.
 

Over the following weeks I will be building onto this simple continuum, which starts
fromhow our brains are wired, and how it links to organisational behaviour,
culture and leadership styles.

 

SOURCES:

* 'Why risk assessment misses the point' - http://www.jomc.co.uk/blog/why-risk-

assessment-misses-the-point/)

Carson & Bain (2008) Professional Risk and Working with People

RELEVANT BLOGS:

'Building a Learning Culture' - http://mythoughtcanvas.blogspot.co.uk/search?updated-min=2011-01-01T00:00:00-08:00&updated-max=2012-01-01T00:00:00-08:00&max-results=1

'7 Ways to ReWire Your Brain and Become a Better Leader -
http://seapointcenter.com/rewire-your-brain-for-leadership/

'What fear calls risk is actually opportunity' -
http://www.soulseeds.com/grapevine/2012/07/what-fear-calls-risk-is-actually-opportunity/

 

Question of the day ... on strength-based sourcing

When running projects it is incredibly tricky to identify the right people with the right strengths and experiences to contribute to the project's success. The difficulty comes from the fact that it is virtually impossible to keep on top of people's strengths and experiences. Even the person themselves would fail to write it all down.

What can be controlled is the promotion of the projects. So ... if organisations built a market place of projects and challenges to be resolved, would the right staff with the right strengths and experiences volunteer their knowledge?

I look forward to hearing your thoughts.

Thought of the day ... on innovation

If necessity is the mother of invention, why do so many organisations chuck money at it?
 
Innovate on a shoestring and you will surprise yourself with what you come up with! Mini examplary challenge - If you had no money for learning & development, how would you go about it?

Share with me what you come up with ...

Question of the day ... on Local Government

Should the Public Sector think and act more like a Cooperative, Charity or Social Enterprise?

I'd love to hear people's thoughts!

Thought of the day ... on finding people's full potential

Start from a place of distrust and you will forever be proven right! Start from a place of trust and you will see people's full potential of being trust-worthy!

Thought of the day ... on valuing people

Only when you are kind to yourself as a leader, can you be kind to and see value in others around you!

Thought of the day ... on high performance

Those who stop learning day-to-day, stop performing. The curve of continuous change is too steep not to direct your own learning. If you struggle to keep up-to-date, make time to COLLABORATE!

Thought of the day ... on Horizon Scanning

Take some lessons from weather forecasters ... Be the best horizon scanner in the world and you will make better informed decisions, be more proactive and will never be caught out (when it pours)!

Thought of the day ... building accountability

Sometimes personal accountability can only be achieved by a 'tough love' approach. This is not just true in personal relationships, but equally applies to the Public Sector in empowering community action.

Thought of the day ... on 'Knowledge is Power'

Knowledge is power! Power is loneliness!

... unlike Knowledge Sharing which is non-hierarchical and creates strong and resilient communities through passion!

Thought of the day ... on the importance of asking the right questions

In today’s climate, no one has the expertise as none of us have been here before, yet everyone has the answer for themselves if they ask themselves and others around them the right questions.

Thought of the day ... on the importance of self-awareness and humility

A leader who believes they need to be perfect only reacts to problems and focusses on weaknesses in others.

A leader who is humble and self-aware about both their strengths and weaknesses will seek out learning opportunities for self-development and will embrace the strengths of others around them.